The hunt for core competencies
Abstract
Expresses concern about large corporations' ability to maintain their competitive edge in view of smaller resource‐limited competitors (mainly Japanese) successfully challenging these giants. Uses a figure to explain relationships between core competencies, core products or platforms, business units and end products. Concludes that Hamel and Prahalad's ideas may be expanded here but that their approach could almost be explained as philosophers and mystics, or evangelical gurus ‘whipping up a storm of revolution’.
Keywords
Citation
Kippenberger, T. (1997), "The hunt for core competencies", The Antidote, Vol. 2 No. 1, pp. 17-19. https://doi.org/10.1108/EUM0000000006328
Publisher
:MCB UP Ltd
Copyright © 1997, MCB UP Limited